斯墨菲卡帕紙包裝公司的發展戰略研究

Abstract

本研究探討斯墨菲卡帕集團-歐洲第一大紙包裝製造集團的商業模式，透過內部資源與外部環境分析，找出未來建議的發展戰略。 世界各大經濟區域在紙製包裝業務方面經歷了多樣化的動態，與重大的制度變革，同時也為企業提供了機會和風險 ；如全球禁止一次性的塑料 、森林砍伐和電子商務的崛起。此外消費者對環保和可持續包裝選擇的認識，增加對紙包裝的持續需求。同時面對在地緣政治的風險、高利率與通膨為全球經濟帶來不確定，ESG與AI的監管法規日趨嚴謹，企業應如何在多重危機下生存與發展呢? 斯墨菲卡帕集團作為歐洲第一大紙包裝集團，已有大量歐洲及美洲市場經驗，同時具有862項專利，發展數位平臺，並與維實洛克公司(WestRock)合併，這將創造一個在可持續纖維包裝領域的全球領導者，在各種既有優勢下，本研究透過SWOT分析，發現斯墨菲卡帕集團在亞太地區等新市場尚未有足夠的佈局。 因此，本研究建議斯墨菲卡帕集團，運用科技建置強韌的生態，前進亞太地區等新市場發展。持續投資在核心能力；新材料開發、新技術的創新，與持有商標、專利價值的優勢；選擇與不同產業的領先企業、政府機構、非營利組織、農業單位及平臺，以開放模式合作，共創經濟價值與社會價值。優化數位能力驅動發展新產品、新事業與新市場，目標成為產業的永續發展的領導者。

This is a study about Smurfit Kappa Group’s business model- the leading paper packaging company in Europe and America. By analyzing its inner resource and outer environment, we come out with a new development strategy for the company. The paper packaging business has been facing a fast changing environment with huge political policy change. The change has brought both opportunity and risk to related companies. Policies such as banning disposable plastic packages, reducing deforestation and the growth of ecommerce has all brought huge impact and change. In addition, consumers’ education about sustainable package and new options has also increased the market needs of sustainable packages. While facing the risk of changing political policies, the uncertainty brought by high interest rate and world-wide inflation, higher regulation restrictions on ESG and AI development, how should companies find a way to survive and grow under this circumstance? Smurfit-Kappa Group as the leading paper packaging group in Europe, it already has plenty of experience in Europe and America. With group resources of 862 patents, digitalized platforms and merging with WestRock, the group can become a leading packaging developer in sustainable packaging materials. With all the advantages, the study has used SWOT analysis on the company’s current inner resources and outer opportunities and threats, discovering that Smurfit-Kappa group is still lacking experience in Asia-Pacific markets. Thus this study suggests that Smurfit-Kappa Group should build a resilient ecosystem through technology and start its new business model in the Asia-Pacific markets. By continuing to invest in developing its’ core R&D abilities, with its trademark and patent value, the company can co-op with an open model with leading businesses, government groups, NGOs, agricultural groups and platforms in the market. Co-create new business and social value. By developing new products with digital optimization, new business and new markets, its goal can become the leading packaging group in sustainable business.